what is function?

The usability of the building in practice, the extent to which the building is suitable for the activities that have to be able to take place inside.

(Primary function)

what is Architectonic?

(Secondary function)

The extent to which the building is perceived as beautiful, stimulating or original,the way it is experienced, whether as pleasant, cosy, spacious, homely or simply

Functionality + Aesthetics = Business Results

Phases of the building process

a. Exploratory phase

The first exploration of the building task takes place in this phase. Why is there a need for project? Is the task one of building a new building or rebuilding or extending an existing building? What is the level of ambition and to what extent can this ambition be achieved within the available budget? It often happens that the first ideas are developed in this phase, based on anticipated use.

b. Programme of requirements or brief

In the programme of requirements the project is worked out in more detail, in the form of performance requirements for the location, the building, the rooms,the components of the building and the facilities to be provided in the building itself and in the grounds. The programme needs to be supported by a careful analysis of the organisation, the activities to be housed and the necessary or desirable special conditions – in short a functional analysis.

c. Design

If everything has gone well, the desired quality of use will have been carefully defined in the programme of requirements. If there is no detailed programme of requirements, a functional analysis still needs to be carried out. There is generally a great gap between programme and design. Often all kinds of design variants are possible, each satisfying the programme of requirements but leading to a radically different quality of use.

d. Specification, selection of contractors and building

The materialisation and detailing of the design mainly takes place in the design phase and is then finished off in the specification phase. It is extremely important that the effect of the choice of materials and detailing on quality of use is properly checked. Considerations of quality of use play a less emphatic role in the selec- tion of contractors and during the execution phase.

e. Use and management

When the design has been realised, it is important to check whether the resulting building comes up to expectations. A careful analysis of how well the building functions is a useful way of identifying possible bottlenecks. This applies not just to the period immediately after the building has been handed over but also to the medium and long term.

Re-look

Before

After

How best can the building process be organised? Who should be involved in the process?
What are the tasks and powers of the various participants?
What input is required from future users?
How much time will be needed for the programming phase, design, contracting out and execution?
What information is
needed, by whom and when?
What tools are available
to ensure that the
process runs efficiently and effectively?
What factors might affect the success or failure of the process?

Does the brief give a clear and complete account of the required or desired user quality, visual quality and technical quality?
Do the requirements correspond to the wishes of the future users?
Can the design be expected to lead to a usable building?
Does the design have sufficient visual quality? Is the design affordable?
Does the design conform with the building regulations?

Process

Built

Is the building being used in the way anticipated by the client and the architect? Are the users satisfied?
How does the actual energy usage compare with the usage estimated in advance? What do experts and laymen think about the building’s architectonic quality?
Does the building conform with accepted quality standards?

How was the decision-
making organised? Who
took what decisions, when and on the basis of what information?
How long did the process take, in total and by phase?
What tools were used to prepare the brief, to develop and test plan variants, to coordinate different activities and to monitor cost and quality?
What was done well and what went wrong?
What lessons can be drawn?